Leading at the Edge of Chaos
Middle-aged men (whose pants couldn’t seem to hold their rear waistline) were dispatched by logistics company to collect the goods at the factory-floor and deliver them to the local retailer.
Middle-aged men (whose pants couldn’t seem to hold their rear waistline) were dispatched by logistics company to collect the goods at the factory-floor and deliver them to the local retailer.
The key to surviving change is to understand why you probably won’t.
In an environment where knowledge is free, how do organisations maximise and coordinate people and capital resources for the ultimate goal in business: PROFIT.
By thinking exponentially, we close the widening gap of inequality between the haves and have nots and, in the process, create a fundamentally more lucrative ecosystem for all in which our businesses can truly thrive.
Middle-aged men (whose pants couldn’t seem to hold their rear waistline) were dispatched by logistics company to collect the goods at the factory-floor and deliver them to the local retailer.
New technology, lifestyle changes, policy and governmental fluctuation. These are all stressful and anxiety-inducing, maybe, but they are not new.
We all know the next industrial revolution is here. The old ways are dead. The new ways are yet to be discovered.
Lehman Brothers and Sega. Nokia and General Motors. Blockbuster and ToysRUs. These are the names of companies who should have seen it coming but didn’t.
Big businesses have spent millions developing superior processes, models, R&D teams and accruing some of the best people.
Their commentary and content have marginal real-world relevance & almost no application.
The future is a perilous business. Hope isn’t a strategy. Strategy isn’t a guarantor. Capital is no-longer the cornerstone of a competitive-advantage.